United Way Worldwide Report

CLASS 1 - GROUP 2
Nguyen Hai Phuong Hanh 295034
Do Thi Phuong Dung 295022
Le Thi Thanh Tam 295897
UNITED WAY WORLDWIDE
STRATEGIC MANAGEMENT
Lecturer: Prof. Thomas Bradley

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Contents
BACKGROUND ....................................................................................................................................3
United Way Worldwide VISION .....................................................................................................3
United Way Worldwide MISSION...................................................................................................3
Influencing Policy, Systems Change and Development ......................................................................4
Objectives ......................................................................................................................................6
Current Challenges and Key Issues .......................................................................................................8
Core Competencies and Leadership Strategy ....................................................................................9
Technology leaders mobilizing the caring power of the community. .................................................... 10
WHAT IS IT UNITED.................................................................................................................. 10
WHAT WE DO ............................................................................................................................ 10
WHAT IS THE CIO FORUM? ...................................................................................................... 10
Recommendations............................................................................................................................ 12
Proposed Actions .......................................................................................................................... 13
UNITED WAY POLICY ENGAGEMENT .................................................................................................. 15
TIER 1: Legislative Leadership Engagement .................................................................................. 16
TIER 2: Legislative Advocacy Engagement.................................................................................... 16
TIER 3: Legislative Support Engagement ....................................................................................... 16
Corporate Partners ........................................................................................................................... 19
United Way Global Corporate Leadership ...................................................................................... 19
Typical characteristics of a GCL company...................................................................................... 19
United Way Worldwide Competition ................................................................................................. 20
Relationships between the organizations span a continuum .............................................................. 22
Convergence in donor products and services and competition for donors .......................................... 24
United Way Play and Learn ........................................................................................................... 25
Learning Opportunities ..................................................................................................................... 28
Programs, Meetings, and Conference ............................................................................................. 28
Virtual Trainers and Webinars ....................................................................................................... 28
Toolkits........................................................................................................................................ 28
Online Resources .......................................................................................................................... 29
SWOT Matrix .................................................................................................................................... 30
EFE Matrix........................................................................................................................................ 31

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IFE Matrix......................................................................................................................................... 32
SPACE matrix.................................................................................................................................... 33
Quantitative Strategic Planning Matrix............................................................................................... 35
Strategic Plans .................................................................................................................................. 38
Grand strategy matrix: ...................................................................................................................... 40
Financial Statements......................................................................................................................... 42
Summary of Significant Accounting Policies........................................................................................ 46
Revenue Recognition ........................................................................................................................ 47
Recommendation Objectives............................................................................................................. 48
Recommendation Strategies and Evaluation ...................................................................................... 49
ACCOUNTABILITY.............................................................................................................................. 53
MARKETING CAMPAINGE ................................................................................................................. 55
References ....................................................................................................................................... 56

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BACKGROUND
United Way Worldwide is the leadership and support organization for the network of nearly 1,800
community-based United Ways in 45 countries and territories. We advance the common good by
focusing on improving education, helping people achieve financial stability, and promoting
healthy lives, and by mobilizing millions of people to give, advocate, and volunteer to improve the
conditions in which they live.
United Way Worldwide VISION
United Way envisions a world where all individuals and families achieve their human potential
through education, income stability and healthy lives.
Imagine a world that fosters hope and opportunity for everyone…
 Where all children receive a quality education that offers a pathway to a brighter tomorrow
 Where the cycle of poverty and financial dependence ends, and productive livelihoods begin for
even the most disadvantaged
 Where everyone receives effective health care that improves quality of life
 Where communities not only set significant and measurable goals to advance these fundamenta l
elements of human development, but achieve them
United Way Worldwide MISSION
To improve lives by mobilizing the caring power of communities around the world to advance the
common good.
To do this we will:33

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 Ignite a worldwide social movement, and thereby mobilize millions to action – to give, advocate
and volunteer to improve the conditions in which they live
 Galvanize and connect all sector of society – individuals, businesses, non-profit organizations and
governments – to create long-term social change that produces healthy, well-educated and
financially-stable individuals and families
 Raise, invest and leverage billions of funds annually in philanthropic contributions to create and
support innovative programs and approaches to generate sustained impact in local communities
 Hold ourselves accountable to this cause through our steadfast commitment to continua ll y
measure – in real terms – improvement in education, income and health.
Influencing Policy, Systems Change and Development
Public policy and systems change is integral to achieving our Community Impact Priorities and
maintaining a strong human services system. We believe that we can bring about positive
changes in governmental policies and funding and improve the human services system by
identifying problems and system barriers, proposing solutions, aligning our approaches and
messaging with partners, educating individuals and policymakers and offering opportunities for
United Way stakeholders to advocate. In fiscal year 2015, we will foster greater collaboration
between policy and program impact areas around new initiatives resulting in early identification
of beneficial policy and system changes and the ability to act as a “broker” in facilitating the
identified changes.

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Brand Management
United Way Worldwide creates and delivers the tools and resources that allow United Ways to
provide a consistent brand experience around the world. Along with offering creative guidance and
message research and communications strategies, an internal brand management website is available
– providing guidelines, logos, templates and many other marketing, advertising and communications
assets including radio, TV and out-of-home collateral to facilitate easy local implementation of LIVE
UNITED, United Way’s call-to-action and experience.
Live United
LIVE UNITED is an invitation to advance the common good by focusing on education, income and
health. More than 90 percent of United Ways use LIVE UNITED tools and resources, and the Ad
Council and the NFL have donated more than USD 135 million in media value since the launch of
the LIVE UNITED campaign in 2008.
Online Engagement
United Way Worldwide deepens relationships with supporters, stakeholders and partners worldwide
by cultivating a rapidly growing network of social communities, email and mobile contacts and online
donors. The web allows for the creation of stronger communities with greater opportunities for all.
Online engagement encompasses: direct donor outreach – calling on them to give, advocate or
volunteer; thanking and recognizing partners for their outstanding commitment to advancing the
common good; and providing updates on how individuals and companies are joining with United
Way to improve the condition of all.

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Objectives
 Cutting the number of students who drop out by half requires improved readiness for
kindergarten and closer attention to students as they move through the school system.
 Cutting the number of financially unstable working families by half requires strategies to help
people increase income, save, and grow long-term assets.

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 Increasing by one-third the percentage of healthy youth and adults requires that more
Americans have access to health coverage and to good primary care from (and even before)
birth, as well as the resources to avoid or stop substance abuse and other risky behaviors.

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Current Challenges and Key Issues
As a large organization with an intricate history, United Way is and has been for some time
facing the challenge of picking and retaining the right people to lead their organization.
Furthermore, establishing strategic and effective leadership within the individual, regional, and
international United Way chapters has proved to be equally if not more difficult to control. One
of the biggest issues with United Way and nonprofit charities overall is their organizational
capabilities particularly in regards to hiring, motivating, and retaining human capital. Because
human capital is the ultimate foundation of charitable giving companies, and because their
business is conducted by asking for donations from others, United Way and other non9profit
organizations must be able to recruit driven people who are able to ethically lead their
organization to success. By first attaining the right employees who identify with the company’s
mission and values, and second, successfully training them and developing them for leadership
positions, United Way can avoid scandals such as having their president and CEO (as well as
several other company executives) be convicted of “fraud, conspiracy, and money laundering”
resulting in million dollar losses
Another major challenge that United Way is facing now is the rising competition between
nonprofit charities. In the wake of disastrous events such as 9/11 and Hurricane Katrina, “over
40 percent of new nonprofits” have appeared since 2000, and more and more single9focus
agencies continue to emerge. These new companies attract donors who believe that United Way
has “support targets that were too broad, preferring, instead, to specify exactly where donations
should go” Additionally, the company lost twenty9one nonprofit group memberships in the D.C.
area to competitor Community1st, having been “lured away from United Way by a promise of
lower overhead costs, easily customized fund9raising campaigns, and fewer restrictions on

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where donors money is directed ” Because of this, and because of their history of fraudulent
cases, United Way must work harder than ever to achieve greater accountability in their financial
operations. This challenge can be matched by effectively utilizing the people lever. Because
people are United Way’s greatest resource, it is extremely important that they be able to
collaborate across the different chapters and regions. Since the majority of the people who drive
the individual chapters are unpaid volunteers, being able to motivate and excite them by
matching them with the right projects is vital. Using social capital to leverage human capital
between the parent organization and various local chapters will prove to be an important factor in
United Way’s future success or continued demise.
Core Competencies and Leadership Strategy
United Way’s core competencies are its network of local chapters, partnership with the National
Football League, and a strong brand name and organizational identity. There are few other
nonprofit organizations that can replicate the UWW network of over 1,800 local affiliates (C18).
As a federation the chapters all strive to meet the same mission, “to advance the common good
by focusing on improving education, helping people achieve financial stability, and promoting
healthy lives” .In order to inspire donors to give, advocate, and volunteer, United Way has
partnered with the NFL since 1974 to “increase public awareness of social9service issues facing
the country” . In the year following the initial United Way - NFL partnership, United Way
became the first organization in history to raise over $1 billion dollars for its annual campaign.
The 1974 campaign is only an episode of “120 years of solid financial performance and steady
growth”. From such partnerships and a substantial network of local affiliates United Way has
established a well9respected and well-known brand name for a nonprofit organization.

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Technology leaders mobilizing the caring power of the community.
United Way is committed to insuring that our donors and key stakeholders have access to information
about our organization in a timely and cost-effective manner. Technology is a great tool to help share
this information, connect individuals to what they truly care about while building a community that’s
more engaged and involved than ever.
WHAT IS IT UNITED
IT United is designed to deepen the understanding, commitment and support of technology
leaders to United Way and to recognize their deep commitment to service. A team of prominent
Chief Information Officers (CIOs) and technology leaders formed IT United in 2007.
WHAT WE DO
We bring together leaders in the technology industry in greater Atlanta and provide numerous
benefits to our member companies, including:
 Increased visibility of your organization in your local community.
 Further business growth of your company.
 A forum to interact with your customers and build stronger relationships.
 A synergy for you to work with other technology leaders around a central cause, and through the
annual CEO calls allows for individual time with top CIOs in greater Atlanta.
WHAT IS THE CIO FORUM?
This is an invitation only annual IT United Event that provides attendees a discussion panel of
leading CIOs who will address key projects and technology efforts. Two Technology companies
are also recognized for their leadership efforts and given awards from United Way of Greater
Atlanta.
Use technology to EDUCATE your employees and co-workers

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• Use electronic postcards tosend a daily or weekly message about United Way during the
campaign
• Provide LIVE UNITED video clips provided in the United Way Campaign Toolbox on your
workplace intranet site or include them in newsletters.
• Share links to key community reports that can be found in the United Way Campaign Toolbox
to provide a backdrop of what is going on in the community
• Provide a link to United Way on your company Web site. Use a variety of links to highlight
different areas of United Way’s work.
Use technology to CELEBRATE and SHARE RESULTS
Use the electronic thermometer from the United Way’s Campaign Toolbox on your company
intranet or via e-mail to track and share your results on a daily or weekly basis
• Utilize an online auction forum to gain participation from across your workplace
• Encourage employees to become fans of the United Way Facebook page. Feel free to post
pictures of your fun company events on page to share

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Recommendations
Upon becoming CEO, Brian Gallagher revised United Way’s mission statement and
recommended Standards of Excellence. With these new requirements set in place, the local
affiliates could serve their communities in a more effective way because they could follow the
same goals to achieve success in their different communities. United Way Worldwide hoped
“that by adopting these guidelines, the chapters would be able to provide tangible proof to
donors, especially wealthy contributors, that United Way chapters and the charities they support
were making a difference”. Donors in the different communities wanted to see that their
donations were actually making a difference in their areas; with these new requirements for
providing financial statements, donors are seeing where their donations are helping in their
communities. Additionally, this will help headquarters watch over the different board members
and make sure all chapters are financially accountable. These new guidelines help United Way
Worldwide to leverage all of their existing resources and put them to use in desirable locations.
The local communities will be able to achieve greater success when they have goals and
resources that will help improve their communities over time. Moreover, we recommend making
the Standards of Excellence mandatory among all affiliates. Through this, United Way will be
able to establish commonality and unification. This standardization can be maximized with two
new company9wide strategies: an online network to connect affiliates and annual conferences for
volunteers and executive leaders. These strategies will generate greater social capital to
ultimately leverage United Way’s most valuable resource – its people. These practices will
solidify United Way’s competitive advantage in the increasingly competitive non9profit sector.

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Proposed Actions
To help children and the youth achieve their potential,
 Readiness to succeed in school means that children enter kindergarten developmentally on
track.
 Academic achievement means elementary-age students are prepared to succeed in later grades
and to graduate from high school.
 Academic achievement means elementary-age students are prepared to succeed in later grades
and to graduate from high school.
 Young adults, age 18 to 24, are making a successful transition from high school to the working
world.
To help promoting financial stability,
 Achieving greater stability allows lower-income working families to move toward financ ia l
independence.
 Given the cost of living today, a family needs to earn at least 2.5 times the federal poverty
level to be considered financially stable in most communities
 Building savings is vital to deal with unexpected, unbudgeted expenses.

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To help improving the health of children and adults,
 Maternal health and infant well-being start children off in the right direction
 Health care coverage for children more likely to receive preventive health care
 The health of America s youth and adults is also a serious concern.

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UNITED WAY POLICY ENGAGEMENT
United Way is a policy leader in the non-profit community because it helps to craft practical long-term
solutions to human needs. It remains non-ideological and non-partisan in its advocacy, urging
lawmakers to set aside partisanship and to work together. United Way uses its convening
Power – bringing together all our partners: business, labor, non-profits, and advocates – to help
find policy common ground to Advance the Common Good.
United Way World wide’s Policy Agenda for the 113th Congress helps fulfill our obligation to
assist policy-makers in crafting the best possible governmental policies in the areas of Education,
Income and Health, and is an important component in United Way’s work to meet its 10-year
national goals in these critical areas.

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United Way World wide’s policy agenda reflects the work and strategic direction of United Ways
across the country in the areas of education, income, and health. Additionally, United Way
Worldwide advocates for policies that will strengthen our communities’ capacity to advance the
common good. Within each of these areas, based on United Way’s 10-year goals, United Way
Worldwide has established its engagement strategies for each issue for the 113th Congress. The
strategies fall into the following tier categories:
TIER 1: Legislative Leadership Engagement
United Way will assume a leadership role in advocacy on Capitol Hill, before the Administrat ion,
and with the human services sector, proactively lobbying and bringing visibility to our issues.
United Way will devote resources to research, policy development, grass-roots organization, and
advocacy on these issues.
TIER 2: Legislative Advocacy Engagement
United Way will proactively develop positions, advocate, and generate grassroots support among
local United Ways on an as-needed basis.
TIER 3: Legislative Support Engagement
United Way will monitor and respond to requests for support through such vehicles as “sign-on
letters.” United Way will support the work of coalition partners who are the thought leaders on
Tier 3 issues.
In Education, The United Way system’s 10-year education goal is to cut the nation’s high school
dropout rate in half; by 2018, 87% of high school seniors will graduate on time, up from 74% in
2006.To accomplish this goal, United Way will focus on the following policy priorities:
 Access to Quality Early Learning Opportunities Beginning at Birth
 Middle and High School Retention and Re-enrollment

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 Parent and Community Engagement in Education
In Income, the United Way system’s 10-year income goal is to cut in half the number of lower-income
families who are financially unstable. By 2018, 82% of families with one or two parents
working 50 or more weeks (combined) during the previous year and incomes less than 250% of
the federal poverty level will spend less than 40%of their income on housing, down from 64% in
2006. To accomplish this goal, United Way will focus on the following policy priorities:
 Volunteer Income Tax Assistance (VITA)
 Emergency Food and Shelter Program
 Earned Income Tax Credit (EITC)
 Affordable Housing
In Health, the United Way system’s 10-year health goal is to increase by one-third the number
of youth and adults who are healthy and avoid risky behavior. By 2018, 45% of youth and 47%
of adults will be healthy and avoid risky behaviors, up from 34% of youth and 35% of adults in
2005. To accomplish this goal, United Way will focus on the following policy priorities:
 Increasing Children’s Health Coverage
 Preserving Healthy Start Program Funding
 Improving Child and Maternal Nutrition
In Nonprofit Strengthening, United Way will strongly support policy initiatives that seek to
strengthen the nonprofit sector through expansion of the 2-1-1 system, tax policy, and policy
incentives and regulations that encourage philanthropy and volunteerism.
To accomplish this goal, United Way will focus on the following policy priorities:

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 Protecting the Federal Charitable Deduction for All Those Who Donate to Charity
 Preserving the Corporation for National and Community Service and AmeriCorps
 Establishing a 2-1-1 Partnership with the Federal Government

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Corporate Partners
The United Way Global Corporate Leadership (GCL) program leverages the commitment and
caring power of national and global corporations with United Way's ability to improve lives and
create lasting changes in communities across the country. Partnering with United Way provides
companies a way to invest strategically in their communities and advance the common good by
creating lasting, sustainable changes that lead to better, stronger places to live and work.
United Way Global Corporate Leadership
In partnership with 100 national and global corporations and nearly 1,800 community-based
United Ways in 41 countries and territories, the Global Corporate Leadership Program (GCL)
provides expert advice and resources to support corporate involvement and increase companies'
capacity to improve lives and strengthen communities around the world. In the U.S., GCL
companies have a combined total of eight million employees operating in more than 40,000
locations and contribute more than $1 billion to their communities.
The GCL program manages relationships with companies, providing a strategic, voice for the
United Way system and providing opportunities to strengthen corporate philanthropic
partnerships in communities.
Typical characteristics of a GCL company
 Partners with United Way in company's headquarter city
 Invests at least US $1.25 million or 50% of campaigns of US $2.5 million or more in United
Way's community impact work through annual corporate and employee contributions
 Engages with United Way beyond the workplace giving campaign
 Commits to partnering in the U.S. and a minimum of two to three additional countries

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United Way Worldwide Competition
Social entrepreneurship, direct donations, giving circles and a trend toward targeting specific
social sectors of need, have all had some effect on local United Way programs. It looks like United
Way may have more competition in organizing social fundraising in the future.
Nonprofit group leaders involved in Community1st said America s Charities lured them from the
United Way by promising lower overhead costs, easily customized fundraising campaigns and
fewer restrictions on where donor’s money is directed.
In the cities of Austin and Orlando, where the government employees giving campaigns are
through America s Charities, the average gift is $70 a person, according Don Sodo, CEO of
America s Charities. In the Washington region, he said, so many government employees have
declined to donate that the average is $7.
Relationships between the organizations span a continuum from interdependence to
direct competition
“ The United Way has an Organizational Fund at our community foundation, which is endowed
but with different criteria from other endowed funds. The community foundation also holds a
challenge fund, which is not endowed. Our CEO is the former Executive Director of the United
Way and during his tenure, the present Executive Director of United Way worked for him for five
years. Several of the community foundation founders were former United Way leaders.”—
Community Foundation Executive
“ While lines are somewhat blurred now, both boards and executives work hard to maintain a good
relationship. On all key community committees at United Way – impact councils, communit y

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assessment, capital funds, technology funds, etc. – the community foundation is represented, as it
is when we do strategic planning. Finally, we have a funders coalition that is staffed by United
Way, but includes the community foundation, government, and some private foundations. It meets
monthly for coordination and collaboration. This is not a community that would tolerate a bad
relationship between two loved organizations.” —United Way Executive
Some of the same concepts are discussed differently among United Ways and communit y
foundations. This report tries to use a balance of terms without having to devise generic terms.
Community Foundation United Way
Incoming donations that are
unrestricted by the donor as to
use
Contributions to the endowment
Contributions to the Communit y
Fund
Incoming donation designated
by the donor
Donor-advised fund: assets held
for future designation advice by
the donor
Donor-designated contribution
Disbursements to nonprofits
where the selection of nonprofit
was made by the CF or UW
Discretionary grant
Allocation or grant from the
Community Fund
Disbursement to nonprofits
where the selection of nonprofit
was advised or made by the
donor
Donor-advised grant Donor-designated funds

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Relationships between the organizations span a continuum from interdependence
to direct competition
2
How would you characterize the overall quality of the
leadership between the two organizations?
0
10
As the chart shows, the largest number of respondents (43% of United Ways and 50% of
community foundations) characterized the relationship as cordial and collegial. As a result, based
on survey analysis, we can conclude that in roughly half of communities, the relationships are
likely to include one or more of the following:
● Occasional collaboration and coordination of activities, particularly in the area of initiatives,
community needs assessment, and convening.
● Occasional to frequent communication.
● Limited awareness of the other organization s activities.
43
39
7
13
10
50
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Adversarial Friendly Rivals Indifferent Cordial/Collegial Highly Interactive and
Supportive
United Way Community Foundation

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● Absence of a proactive joint strategy or joint projects.
A smaller number of respondents characterized the relationship as friendly rivalry, indifferent, or
adversarial (19% of United Ways and 23% of community foundations respectively). In interviews
and discussions with the researchers, respondents were more likely to characterize the relationships
as adversarial or indifferent than the written surveys demonstrate. This divergence may mean that
relationships are more collegial and supportive than conventional wisdom suggests, or it may
reflect a desire in writing to be positive and statesmanlike.
On the other end of the spectrum was unfriendly and even occasional acrimonious competition,
often characterized by:
● Competition for the position of community leader and “ownership” of initiatives or communit y
successes
●Direct competition for major donors
● Infrequent or nonexistent communication between the leaders;
● Frustration with the other organization about perceived duplication of services, products or
fundraising strategy;
●Relatively little funding of the other’s initiatives and participation in the other’s convening’s,
often resentfully done.
●Little discussion within either organization about an intentional strategy or stance towards the
other.

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Convergence in donor products and services and competition for donors
The chart below illustrates the level of priority (measured in time and resources) each organiza t ion
places on various donor segments. While there are still clear differences in some of the primary
donor markets for each organization, it is also clear that there is shared focus on high net worth
individuals and CEOs
120
100
80
60
40
20
0
Percentage identifying each segment as high or
High net worth
individuals
medum-high priority
Coporate CEOs Professional
The chart illustrates the level of priority (measured in time and resources) each organization places
on various donor segments. While there are still clear differences in some of the primary donor
markets for each organization, it is also clear that there is shared focus on high net worth
individuals and CEOs.
Advisor
Coporate
employees
United Way
Community Foundation

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United Way Play and Learn
Getting children engaged in learning at an early age ensures that they are reaching important milestones in
their development such as reading by 4th grade. Play and Learn is one of the key strategies to ensure this
is reached by all children in our community.
Every week, the truck stops and unloads its fun and educational contents at various locations
around Dane County. Local families come with their children for a free, guided, and interactive
learning experience. These sessions are an invaluable asset to the community and ensure that all
children have access to high-quality early childhood experiences that encourage positive
development.
The Mobile Play and Learn is creating an impact on families in our community every day.
Alyssa Coriell, Lead Play and Learn Specialist, remembers a talk she had with one of the
mothers who regularly attends the Middleton Play Group with her 2 ½ year old daughter:

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Where is your product in the life cycle?
United Way Worldwide is in the decline stage of the life cycles. United Way once again couldn t
gain upward sloping revenues when being compared to the previous year. In the 2012, the total
revenue reached $3.9 billion as compared with $4.2 billion in 2011. In 2010, there was the fact
that America s richest people gave less to charity than they did since 2000, and in 2009 some of
the biggest United States charities saw donations decreased by 11 percent, which is the worst
decline for the past 20 years. The organization focused less on the distribution of funds and more
on advancing the common good by figuring out the main causes of problems that have made
customers reduce their confidence to the organization. One more reason is that a number of people
love to donate directly rather than through charity offices, the operations of United Way are
gradually slowed down its life cycle.

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What kind of strategies did your company have, and what kind do you need now?
In 2009, United Way Worldwide started a 10 year program, “Live United”, focused less on
distribution of funds and more on advancing the common good by addressing main causes of
problems in the major fields of education, financial stability, and health.
To reply to troubles about confidence, CEO of United Way Worldwide set up new membership
priorities to improve the scale of belief and transparency in United Way affiliates operation. He
also aimed United Way as doing “what matters” in the communities involved. At last, he applied
the “standard of excellence”, providing a description of benchmark codes and best practices to
better reflects the organization s strategic shift from its traditional role as strictly a fund – raiser to
a new mission concentrate on figuring out the long term needs of communities.
As for finance, United Way provided fund raising operations, mainly through donor organizat ions
employee payroll deductions, then distributed those funds to agencies that could actually deliver
services to clients in the target community.
The company should make their plans and campaigns public or perform on media so that the
donors know clearly about their donations flow in order to gain their confidence because almost
all donors love their money for charity to be directly sent to the people in need.
Moreover, the company needs to focus on disasters victims and solutions to relieve their suffer ings
in short-term and long-term to raise fund for suitable time periods to show that UW pays special
attention to victims and people in need not only in urgent cases but also in upgrading solutions
after disasters with the help of multi-media systems residentially, locally to boost donors care and
shares.

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Learning Opportunities
Providing a broad range of learning opportunities that allow local United Ways to succeed is an
important function of United Way Worldwide. These learning opportunities give United Ways the
ability to create connected strategic goals that enrich and maintain a consistent brand experience.
Programs, Meetings, and Conference
Learning programs span all United Way functions, including brand strategy and marketing,
community engagement and public policy, resource development and relationship building.
Conferences and regional meetings around the world, in-person courses and summits are some of the
learning opportunities offered. A portion of each United Way’s membership investment (dues) is set
aside as flexible training credits to offset the cost of training and professional development. An online
United Way learning opportunities catalog has a full listing of offerings and how to use flexible
training credits.
Virtual Trainers and Webinars
United Way Virtual Trainers and webinars are online and distance learning programs. They provide
an opportunity for greater reach and increase the number of staff trained, while avoiding travel costs
and time out of the office. Weekly webinars are available for utilization by our worldwide network,
and are featured in “Breakfast with United Way” each day and indexed in the learning catalog. In
2012, United Way Worldwide presented more than 110 webinars.
Toolkits
United Way Worldwide creates toolkits and assists in the implementation of new strategies. They
provide examples of forms and publications, along with best practices from other United Ways. In
many cases, progress is tracked through conference and follow-up calls with users.
Examples of toolkits provided by United Way Worldwide include:

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 Born Learning Business Communications and Engagement Toolkits
 Early Grade Reading Toolkit
 Out-of-School Time Toolkit
 Churn Tool and Matrix
 Retention and Loyalty Toolkit
Online Resources
United Way Online, United Way World wide’s extranet, is the main form of communication between
United Way Worldwide and United Way Member Organizations. Designed to facilitate continuous
learning, development and exchange, new materials and tools are offered constantly. In addition, the
online talent recruitment platform posted more than 500 positions for United Ways in 2012. Lusters
provide real-time information sharing and assistance among network members.

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SWOT Matrix
Positive
Negative
Internal
Strength:
 United way focuses on valid mission
and purposes.
 Financial operating strength with stable
support sources.
 Devoted and passionate board members
who are dedicated to the mission.
 Well – known brand.
 Great plan of effective workplace.
Weakness:
 Having no adequate funds for the needs
of community and people in need.
 Facing difficulties to come up with the
focus or even sometimes lack the target
concentration.
 Having no appropriate fundrais ing
plans or lack of it.
 Not being evaluated as a problem
solver.
External
Opportunities:
 Focus all sources in the organization on
the target and mission.
 Create the relevance for the
organization to the sight of donors.
 Associate and support the leaders,
directing funds to the greatest need
areas.
 Relevant market campaign to support
employers to fulfil their corporate
possibilities.
 Good and appropriate appraisal to
champion to reach the success.
Threats:
 Direct choices from donors to reach the
highest credit on their donation.
 Big competition from agencies.
 Big organizations have been keen on
running their own plans.
 Funds decline for local use.

31
EFE Matrix
Opportunities Weight Rating
Weighted
score
Increased use of marketing methods to increase call
volume and volunteer recruitment
0.3 2 0.6
Increased support from/increased liaison with the local
church community
0.05 1 0.05
Improved volunteer initial and continuing training 0.05 3 0.15
Outsourcing of accounting and payroll 0.2 2 0.4
Threats
Reducing funding from individual donors because of
poor economic conditions
0.1 1 0.1
Competition from other charities 0.1 2 0.2
Lack of awareness in the community results in poor
financial and volunteer support
0.2 3 0.6
TOTAL WEIGHTED SCORE 1.0 2.1
Table shows the list of the company s opportunities and threats which were collected after
summarizing the questionnaires and then weighted during the discussions in the meetings. As can
be seen, the company s important opportunities include the Improved volunteer initial and
continuing training, Increased use of marketing methods to increase call volume and volunteer
recruitment, outsourcing of accounting and payroll and, at last, Increased support from/increased
liaison with the local church community. Also, the most important threats include lack of
awareness in the community results in poor financial and volunteer support competition from other
charities, reducing funding from individual donors because of poor economic conditions.
Total weighted score of 2.1 indicates that the business has slightly less than average ability to
respond to external factors.

32
IFE Matrix
Strengths Weight Rating
Weighted
score
United Way focuses on valid mission and purposes 0.05 2 0.1
Financial operating strengths with stable support
sources.
0.3 2 0.6
Devoted and passionate board members who are
dedicated to the mission.
0.1 3 0.3
Well – known brand. 0.2 2 0.4
Weakness
Having no adequate funds for the needs of the
community and people in need.
0.1 3 0.3
Facing difficulties to come up with the focus or even
sometimes lack the target concentration.
0.05 1 0.05
Having no appropriate fundraising plans or lack of it. 0.2 2 0.4
TOTAL WEIGHTED SCORE 1.0 2.15
Table demonstrates the company s strengths and weaknesses for evaluation. They were obtained
after summarizing the questionnaires and then weighted during discussion sessions. As can be
seen, devoted and passionate board members who are dedicated to the mission and financia l
operating strength with stable support sourcesconsider the most important strengths and, on the
other hand, having no adequate funds for the needs of the community and people in need and
appropriate fundraising plans or lack of it.
Total weighted score of 2.15 indicates that the business has slightly less than average ability to
respond to internal factors.

33
SPACE matrix
Internal Strategic Position External Strategic Position
Competitive (CA) Industry (IS)
Axis X
-1 Product quality
-1 Market share
-3 Brand & image
-2 Product life cycle
Average: -1.75
+6 Barriers to entry
+4 Growth potential
+4 Access to financing
+5 Consolidation
Average: +4.75
Total axis X score: 3.00
Financial (FS) Environmental (ES)
Axis Y
+5 ROA
+4 Leverage
+6 Liquidity
+5 Cash flow
Average: +5.00
-2 Inflat ion
-1 Technology
-2 Demand Elastic ity
-4 Taxation
Average: -2.25
Total axis Y score: 2.75

34
+6
+2.75
+1
-1 +1
Conservative
-6
-6
+6
(3.00; 2.75)
+3
Defensive
This particular, SPACE matrix tells us that United Way should pursue an aggressive strategy.
United Way has a strong competitive position it the market with rapid growth. It needs to use its
internal strengths to develop a market penetration and market development strategy. This can
include product development, integration with other companies, and acquisition of competitors.

35
Quantitative Strategic Planning Matrix
Key Factors Market
development
Market
penetration
Opportunities Weight AS TAS AS TAS
Increased use of marketing methods to
0.3 2 0.6 - -
increase call volume and volunteer
recruitment
Increased support from/increased liaison
with the local church community
0.05 1 0.05 2 0.1
Improved volunteer initial and continuing
training
0.05 3 0.15 1 0.05
Outsourcing of accounting and payroll 0.2 4 0.8 2 0.4
Threats
Reducing funding from individual donors
0.1 2 0.2 3 0.3
because of poor economic conditions
Competition from other charities 0.1 3 0.3 3 0.3
Lack of awareness in the community
0.2 3 0.6 1 0.2
results in poor financial and volunteer
support
1.0
Strengths
United way focuses on valid mission and
purposes
0.05 2 0.1 1 0.05
Financial operating strength with stable
support sources.
0.3 2 0.6 2 0.6
Devoted and passionate board members
who are dedicated to the mission.
0.1 4 0.4 1 0.1
Well – known brand. 0.2 2 0.4 4 0.8
Weakness
Having no adequate funds for the needs of
0.1 3 0.3 2 0.2
community and people in need.
Facing difficulties to come up with the
focus or even sometimes lack the target
concentration.
0.05 2 0.1 3 0.15
Having no appropriate fundraising plans
or lack of it.
0.2 1 0.2 2 0.4
1.0
Total sum of attractiveness score 4.8 3.65
According to the total sun of attractiveness score, the QSP matrix suggest the company to
develop the market rather than penetrate the market when the company has great strengths such
as a very well-known brand in non-profit industry. The following table will come up with 3
strategies which are decided for developing market.

36
Key Factors
CORPORATION:
NFL & United
Way Hometown
Huddle
and United Way
TEAM NFL
Create event:
Share Your
Story and
improving
financial status
through
donating
Use technology to
EDUCATE your
employees and co
workers
Opportunities Weight AS TAS AS TAS AS TAS
Increased use of
0.3 2 0.6 2 0.6 3 0.9
marketing methods
to increase call
volume and
volunteer
recruitment
Increased support
from/increased
liaison with the
local church
community
0.05 1 0.05 2 0.1 2 0.1
Improved volunte er
initial and
continuing training
0.05 3 0.15 1 0.05 4 0.2
Outsourcing of
accounting and
payroll
0.2 4 0.8 2 0.4 3 0.6
Threats
Reducing funding
from individual
donors because of
poor economic
conditions
0.1 2 0.2 3 0.3 2 0.2
Competition from
other charities
0.1 3 0.3 3 0.3 2 0.2
Lack of awareness
in the communit y
results in poor
financial and
volunteer support
0.2 3 0.6 4 0.8 4 0.8
1.0
Strengths
United way focuses
on valid mission
and purposes
0.05 2 0.1 1 0.05 2 0.1

37
Financial operating
strength with stable
support sources.
0.3 2 0.6 2 0.6 3 0.9
Devoted and
passionate board
members who are
dedicated to the
mission.
0.1 4 0.4 1 0.1 3 0.3
Well – known
brand.
0.2 2 0.4 4 0.8 1 0.2
Weakness
Having no adequate
funds for the needs
of community and
people in need.
0.1 3 0.3 2 0.2 2 0.2
Facing difficult ies
to come up with the
focus or even
sometimes lack the
target
concentration.
0.05 2 0.1 3 0.15 3 0.15
Having no
appropriate
fundraising plans or
lack of it.
0.2 1 0.2 2 0.4 2 0.4
1.0
Total sum of the
attractiveness score
4.8 4.85 5.25
According to the total sum of attractiveness score, the strategy 3 - Development of a technology
platform and resource capacity - is more attractive than the other due to its level of possibility –
it has a great opportunity to improve volunteer initial and continuing training. Beside the greatest
advantages to overcome the problem as well as develop its business, there are still serious
disadvantages that the firm has to face with, especially the lack of awareness in the communit y
results in poor financial and volunteer support.

38
Strategic Plans
Long-term
objectives
&
Focus areas
Building strong communities
We empower individuals and
promote wellbeing through a
variety of community services—
and ensure that people have
access to supports, no matter
where they live.
Helping kids be all they can be
We help to put kids on the path to
success by investing in their
development from early
childhood to young adulthood—
giving all young people the
opportunities they need to thrive
Moving people from poverty to
possibility
We support people living in
poverty through services that
create opportunities to build a
better life.
Specific
strategies
1. A stronger network of
community services to help
people build a better life.
2. Strengthened community
organizations that are
responsive, sustainable, and
effective.
3. A stronger network of
community sector-serving
organizations that are able to
raise public awareness about
our collective role in building
a better city for everyone.
1. Enhanced employability and
life-long earning potential to
improve economic security
for youth facing multiple
barriers.
2. Increased youth leadership
and engagement in the design
and delivery of programs,
services and policies that
impact their lives.
3. Growing public awareness
and change in public policy
and practice leading to long-term
transformational change
in the systems influencing
youth economic security.
1. Increased resident leadership,
so that local community
residents have greater
influence over decisions that
affect their lives and to
improve neighborhood
conditions.
2. Stronger social infrastructure
to support the health and
wellbeing of residents.
3. Increased public awareness
about strong neighborhoods
and change public policy
leading to long-term,
transformational change in
neighborhoods.
Implementation
(Actions)
1.
• Transition to new investment
models that ensure a diverse,
dynamic portfolio of community
partners — so that our
investments continue to change
and evolve over time in order to
achieve our goals.
• Change our approach to
working with partners in the
community so that we can better
capture the reach and scale of
activities supported by the new
investment models.
2.
• Transition to new investment
models that ensure a diverse,
dynamic portfolio of community
partners — so that our
investments continue to change
and evolve over time in order to
achieve our goals.
1.
• Invest in the design and
implementation of a major
initiative to improve
employability for targeted groups
of youth facing multiple barriers.
• Provide a mix of project funding
and general operating support to
youth serving and youth-led
organizations to provide a diverse
portfolio of relevant youth
programming.
2.
• Enhance the capacity of youth-serving
and youth-led
organizations to adopt and apply a
positive youth development
approach.
• Increase capacity of youth to
engage with and influence
social/policy change.
3.
1.
• Invest in building resident skills
in collaboration and community
organizing, and increase
opportunities for residents to
connect with one another.
• Support resident civic
engagement and facilitate
stronger connections to decision-makers.
2.
• Fund and support integrated and
accessible services that are
responsive to the needs of
residents.
• Increase the amount of
community space that is
accessible to residents.
• Work with community agencies
to support their capacity for
engaging local residents in
program design, delivery, and
decision making.

39
• Change our approach to
working with partners in the
community so that we can better
capture the reach and scale of
activities supported by the new
investment models.
3.
• Support planning, research and
evaluation activities related to
key social/policy issues affecting
the sector.
• Invest in collaborations /
partnerships and organizations
that focus on sector issues.
• Collaborate with key
stakeholders (including youth and
other funders) to influence key
policies and practices related to
youth economic security and/or
positive youth development.
3.
• Champion a place-based
approach among policy makers,
funders and donors, and
community organizations in
targeting efforts where they’re
needed most.
• Collaborate with other key
stakeholders to influence policies
related to place-based
interventions.
United Way’s
Role
• We will support a network of
community organizations that
work together to support people
who live in poverty and to
improve the social condition
across our city.
• We will prioritize our support to
agencies serving populations
facing barriers caused by poverty,
social and economic inequity,
direct and indirect discrimination
and geographic disparities,
newcomer status, among other
factors.
• We will create opportunities for
youth by targeting the barriers
that can prevent young people
from succeeding. Barriers include
poverty, social and economic
inequity, direct and indirect
discrimination and geographic
disparities, newcomer status,
among other factors.
• We will focus investment and
mobilize action in support of
residents in neighborhoods most
in need — neighborhoods that
face barriers due to poverty, social
and economic inequity, direct and
indirect discrimination,
prevalence of newcomers, among
other factors.

40
Grand strategy matrix:
Weak
competitive
position
Strong
competitive
position
Rapid market growth
Characteristics of the firm:
Weak competitive position
working in rapid growth
market
 Many new competitors
enter market
 Donations came from
diversified resources
 Changing in donors
behavior
 Facing scandals of
Board of director
Slow market growth

41
Weak
competitive
position
Rapid market growth
Firms and divisions falling in quadrant two of the Grand Strategy Matrix are characterized with a
weak competitive position in fast growing market.
By 2001, Brian Gallagher received the CEO position of United Way Worldwide. He had been
working to boost the change in the United Way strategy, including a change in mission, the
standards of performance and a requirement that local members certify their adherence to the
membership standards. He tried to change the focus from fund rising to community impact. To
maintain trust and respond to problems, Gallagher established new membership standards to
enhance the level of accountability and transparency. Also, he provided a description of benchmark
standards to reflect the organization s strategic shift to a new mission that concentrate on
identifying the long term needs for communities it served.
Strong
competitive
position
Quadrant 2 Quadrant 1
Quadrant 3 Quadrant 4
Slow market growth

42
Financial Statements
The consolidated financial statements of United Way Worldwide include the international
organization, a New York regional office, Tri-State, which raises charitable funds via workplace
corporate campaigns, and a for-profit subsidiary, the United Way Store, providing sales fulfillme nt
services to local United Ways. The United Way network of nearly 1,800 local United Ways in 41
countries and territories raised more than $5 billion in 2012 in an effort to improve lives by
mobilizing the caring power of communities around the world to advance the common good.

44
Accounts Receivable
Accounts receivable consist primarily of amounts due from the sale of services or goods. The
allowance method is used to determine the uncollectible amounts. An allowance for uncollectible
accounts receivable is provided based on management’s judgment, including such factors as
prior collection history. Accounts receivable are written off if reasonable collection efforts prove
unsuccessful.
Inventory
Inventory consists of United Way products and campaign materials as well as other promotional
materials held for sale. Inventory is stated at the lower of cost or market, and is valued using the
weighted-average cost method. When inventory is determined to be excessive or obsolete, it is
reduced by an allowance for estimated excess or obsolete inventory. UW Store wrote off $29,878
and $25,000 of obsolete inventory for the years ended 2012 and 2011, respectively, and had an
allowance of $28,107 and $4,907 at December 31, 2012 and 2011, respectively.
Investments
Investments are reported at fair value based on quoted market prices. Investments classified as
short-term are available for operations in the next fiscal year. Unrealized and realized gains and
losses are included in the accompanying consolidated statements of activities. Investment
earnings are reported net of related expenses, such as custodial, commission, and investment
advisory fees.

45
Investment in Truist
The investment in Truist is reported at fair value that reflects the present value of Truist’s
projected future cash inflows and earnings, which approximates its carrying value of $243,529 at
December 31, 2012.
Net Assets
Unrestricted Net Assets
Unrestricted net assets are available for use in general operations. Board designated net assets is
a component of unrestricted net assets, which is a quasi-endowment, established by the Board of
Trustees for the purpose of securing the Organization’s long-term financial viability.
Temporarily Restricted Net Assets
Temporarily restricted net assets consist of amounts that are subject to donor restrictions. The
Organization is permitted to use or expend the donated assets in accordance with the donor
restriction.
Permanently Restricted Net Assets
Permanently restricted net assets consist of assets whose use is limited by donor-imposed
restrictions that neither expire by the passage of time nor can be fulfilled or otherwise removed
by actions of the Organization. The restrictions stipulate that resources be maintained
permanently but permit the Organization to expend the income generated in accordance with the
provisions of the agreement.

46
Summary of Significant Accounting Policies
Functional Allocation of Expenses
The costs of providing various program and supporting activities have been summarized on a
functional basis in the consolidated statements of activities. Accordingly, certain costs have been
allocated among the programs and supporting services benefited.
Donated Services and Materials
A substantial number of volunteers have donated significant amounts of time to the
Organization’s program services and to its fund-raising campaigns. No amounts have been
recognized in the consolidated statements of activities since time contributed by Organization
volunteers do not fall into the criteria established by the Financial Accounting Standards Board
in this area. Donated materials, including software, are recorded at fair value at the date of
donation.
The Organization records donated services, including advertising, at the fair market value of the
services received.
Endowment
The Organization’s endowment consists of one fund established for the purpose of providing
home care and assisted living to the elderly poor, with specific reference to assisting older people
to remain in their own homes. As required by generally accepted accounting principles, net
assets associated with endowment funds are classified and reported based on the existence or
absence of donor-imposed restrictions.

47
Revenue Recognition
UWW Membership Revenue
Membership revenue is recorded ratably over the calendar year membership term. Membership
of UWW allows local United Ways to use the name owned by UWW, during the period of
membership. Membership support is based on a formula driven process. As of December 31,
2012 and 2011, the amount of the deferred training credit was $2,568,848 and $2,938,165,
respectively.
UWW Contributions Revenue
UWW recognizes contributions received and made, including unconditional promises to give, as
revenue in the period received or made. Contributions received are reported as unrestricted
support, temporarily restricted support, or permanently restricted support. Temporarily restricted
contributions that are used for the purpose specified by the donor in the same year as the
contribution is received are recognized as temporarily restricted contributions and are
reclassified as net assets released from restrictions in the same year. Promises to contribute that
stipulate conditions to be met before the contribution is made are not accrued until the conditions
are met. As of December 31, 2012 and 2011, UWW had received conditional promises to give
totaling $5,800,000 for the renovation of the office building in Alexandria, Virginia.
Expenses
Expenses are recognized by the Organization during the period in which they are incurred.
Expenses paid in advance and not yet incurred are deferred to the applicable period.

48
Recommendation Objectives
In the 2015 fiscal year, United Way will build on our work to promote volunteerism and develop
strong organizations able to address community needs. Specifically, we will:
 Strengthen nonprofit volunteer engagement
 Connect people to range of volunteer experiences
 Communicate the impact of volunteerism
 Mobilize volunteers strategically
 Increase the number of volunteers
Whenever possible these approaches will be targeted to support organizations and activities
aligned with our priorities. Specific strategies and investments include:
 Volunteer Impact Partnership: VIP 360 (up to 18 organizations engage in planning, peer
support and training to make better use of volunteers) and VIP Manager Corps (10 hour/week
pro bono volunteer support for up to 20 organizations)
 Governance training and resources, including Project LEAD leadership development
program preparing people of color for civic leadership opportunities
 Broadening funder support for volunteerism and engaging nonprofit leaders in shifting
organizational view of volunteers
 Volunteer mobilization via regional networks, volunteer listings online, Days of Service
(Day of Caring and Martin Luther King Day), and support for corporate volunteerism.

49
Recommendation Strategies and Evaluation
Assumptions behind the Theory
We recognize that quality and effectiveness require infrastructure and administrative support,
and flexibility to maximize leverage of other, more rigid funding. We also recognize that stable,
reliable funding is important to maintaining a healthy service sector. We do our best to balance
stability in our funding with the nimbleness to learn from results, refine strategy for greater
community impact, and respond to emerging needs. We maintain high standards for
administrative capacity, fiscal accountability and outcome evaluation to ensure our grant dollars
are used to promote real change in the lives of vulnerable people.
Investment Strategy and Results
Our central strategy is grant making to fund services to help vulnerable people in our
community. We invest in services that are essential to a healthy community, are critical to
addressing our priorities, and are in areas in which our funding makes a difference. These
investments support seven results connected with our community impact priorities and six results
that we consider foundational to all our work. In fiscal year 2015, we will invest an estimated
$11,173,000 in Core Services to Help People in Need that are connected with our priorities. We
will invest another $10,267,000 in fiscal year 2015 for a broad range of Core Services to Help
People in Need that are foundational to all our results. Core Service investments will touch the
lives of 450,000 individuals in this time frame.

50
Core Services Connected with Priorities:
Description of specific investment strategies and funding changes are described in the Strategy
and Investment Plan for each priority and the Appendices.
Helping People Meet their Basic Needs
 Food banks will provide services for more than one million visits
 2,000 people will increase their income through job training and employment services
Ending Homelessness
 14,000 people will receive emergency shelter
 8,000 people will gain or maintain permanent housing through supportive services in shelter
and housing programs
Giving All Kids an Equal Chance to Succeed
 3,000 parents will be informed, supported and engaged through parent education and
involvement programs
 Early care and education providers will deliver high quality care through a range of quality
initiatives for formal and informal care providers including information and referral to
quality child care for 7,000 parents
 5,000 young children will be supported in meeting developmental milestones through
activities and services to ensure early intervention for children with developmental delays
and child abuse prevention and intervention services

51
Foundational Core Services
Foundational Core Services include a diverse set of investments to ensure people have access
to help when they need it. There are six specific results that we identify as foundational. We
are currently working to implement best practices in three of these areas.
These are the goals for the six results in our foundational core services to help people in
need:
 1,000 youth and young adults will gain the education and work skills they need to be
successful in work and life through the middle grades success efforts Approved by the
United Way of King County Board of Directors January 14, 2014
 38,000 youth will achieve positive social development through high quality out of school
time programs
 3,000 individuals and families will live in safe home environment through services for
survivors of domestic violence and sexual assault and their families
 98,000 people will experience optimal mental and emotional well-being through
counseling and treatment programs
 4,200 people will be empowered to manage their own health through the Wellness
Project, community health and dental clinics, and programs for older adults, adults with
disabilities and adults with chronic health conditions
 230,000 people will have easy access to services through information lines and
emergency services

52
United Way and organized labor work together to:
 Train union members to assist co-workers and their families with information about
available local services and to refer them to the appropriate organizations.
 Recruit, train and help place members of organized labor on the decision-making bodies of
health and human-service organizations. This is done at the national, state and local levels.
 Recognize labor leaders who have rendered outstanding United Way volunteer service by
annually awarding the Joseph A. Bernie Community Services Award, established in
memory of that remarkable labor leader.
 Solicit contributions from workers through payroll deduction, which account for
approximately two-thirds of the funds that United Ways raise each year. Through the Labor
Letters of Endorsement Program of the Department of Labor Participation, the AFL-CIO
president asks presidents of AFL-CIO-affiliated unions, state federations and central labor
councils to send letters endorsing United Way campaigns to their memberships. The Labor
Letters of Endorsement Program encourages individual union members to volunteer their
time and contribute their resources to United Way campaigns.
 Provide a staff of more than 160 full-time AFL-CIO Community Services Liaisons to serve
as links between their state federations and central labor councils and United Ways in 165
communities across the United States. In addition, 18 local labor agencies and four state
labor agencies receive direct United Way support.
 Support the National Association of Letter Carriers' (NALC) National Food Drive held
annually on the second Saturday in May. The drive stocks local community food banks,
pantries and shelters with non-perishables that Letter Carriers collect from customers along
their mail routes. The drive, which has become the world's largest one-day food drive, was

53
started by NALC in 1991 in cooperation with the U.S. Postal Service and the AFL-CIO.
United Way is a full partner in this drive.
ACCOUNTABILITY
At United Way, we know success is measured by how our mission is achieved — to make
measurable improvements in communities. Setting high standards for ourselves and for
our local partners is critical for that success.
Annually, all United Way Worldwild certify their adherence to standards that include
comprehensive requirements for financial reporting, governance, ethics, diversity and operations.
Specifically, United Ways must meet the following:
 Tax-Exempt Status — all United Way Worldwild must be tax-exempt under Section
501(c)(3) of the Internal Revenue Code as well as corresponding provisions of other
applicable state, local or foreign laws or regulations.
 Governance — United Way Worldwild are governed by active, responsible, and
voluntary governing boards to ensure effective governance over the policies and financial
resources of the organization. These boards are responsible for United Ways delivering
on their mission to advance the common good.
 Ethics — all United Way Worldwild follow locally adopted codes of ethics for
volunteers and staff that include provisions for ethical management, publicity,
fundraising practices and full and fair disclosure.
 Diversity — United Way Worldwild have adopted policies/statements to ensure
volunteers and staff broadly reflect the diversity of the community served.

54
 Financial Accountability — United Way Worldwild undergo annual financial audits
conducted by independent certified public accountants whose examination complies with
generally accepted auditing standards. In addition, United Way Worldwild have
developed comprehensive requirements for completion of audited financial statements to
ensure consistency and transparency system-wide. These requirements are based on
industry best practices and comport with generally accepted accounting principles.
Smaller United Way Worldwild (with less than $100,000 in annual revenue) may
undergo an independent financial review.
 Performance Excellence — every three years, United Way Worldwild conduct self-assessments
of their governance, financial management and impact in the community.
 Public Reporting and Disclosure — United Way Worldwild must file the IRS Form
990 in a timely manner and will provide the IRS Form 990 on their website, at their
offices, or upon request.
 Legal — United Ways comply with all applicable local, state and federal operating and
reporting requirements.
 Support the United Way Network — United Way Worldwild provide financial support
to United Way Worldwide and follow standards to use United Way's trademarks. United
Ways charge fees based on actual expenses for donor-designated gifts and other
processing services.

56
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http://worldwide.unitedway.org/news/entry/day-of-action-running- from-the-heart
http://www.wikiprogress.org/index.php/Community_Assessment_Project_(CAP)
http://www.unitedway.org/pages/materials-psas
http://www.unitedway.org/pages/materials-banners

United Way Worldwide Report

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United Way Worldwide Report